Fact #1

If you keep on doing what you’re doing, you’ll keep on getting what you get. Let’s face it… things change, and if you want to keep pace, you have to change, too.

Fact #2

In today’s fast-moving world, managers have to stay on top of the game constantly if they want to remain an asset to the company. Not only that, they have to learn how to use a wider and more complex array of tools.

Fact #3

Leaders will build up employees and help them grow, giving them real opportunities to one day become leaders themselves. They understand that those following them are not after their job.

Tags: change constantly fact facts fast-moving world game job leaders opportunities pace top of the game
 

Stop Telling… Start Leading!
The Art of Managing People by Asking Questions
is the result of a focus study with managers to find the best title possible for my book.

Still, comments about the title range from horrible to fantastic.

What do you think?

And what do you do when you like or dislike the title of a book?

Tags: book title dislike fantastic horrible
 

It’s obvious that I just finished writing a book about managing people (do you really need me to link to all the postings about it?).

Some know that I am working now—besides promoting my other book—on a book about ethics. A hot enough topic to burn more then just the fingers… What I find rather annoying is the amount of people contacting me that they want to be a co-author. They do not know my writing style—without reading what I write—how would they? And—even more annoying—99% of them disappear the moment I am asking them to do some work; to show me something…

I am still researching—if you have a story to share or would like to just vent about ethics and how they have changed over the last few years…

Tags: co author fingers just finished writing postings show me something vent writing a book writing style
 

"This is an outstanding book on leadership and its relationship to management…."
	This is an outstanding book on leadership and its relationship to management, teamwork, responsibility and more.  I highly recommend it to anyone who wants to improve their leadership skills. Dr. Ivan Misner Founder of BNI Author of Masters of Success and Masters of Networking

"Managing in 2005 is very different than managing in 1995…."
	Managing in 2005 is very different than managing in 1995.  You are expected to do more with less; technology is part of managing, and people have more distractions at work (internet, cell phones, instant messaging). Frank takes a fresh look at how to manage and motivate teams. Derek J. Kottke Principle, Sales Partners Group

"Frank’s book, Stop Telling… Start Leading!, adds valuable intellectual real estate…."

Frank’s book, Stop Telling… Start Leading!, adds valuable intellectual real estate to a field that is frequently populated by pontificators. Here we finally have a book that makes you stop, ask questions about yourself, your qualifications and habits as a manager and leader. Further, it makes you enumerate these qualifications and habits, thereby providing the basis for personal growth. None of us is as good as we want to believe and we only grow when we ask the right questions about ourselves, and then act on the true answers. My recommendation is not simply to buy this book, but to read and use this book regularly. Mark Amtower Partner, Amtower & Company Author of Government Marketing Best Practices

"Frank is the master of asking questions. Frank will change you and make you grow,…."
	Frank is the master of asking questions. Frank will change you and make you grow, some of the change you will like, other parts you will not like. But change you he will and change is good, you can only grow from change, good or bad. Thomas Power Non-Executive Director at QXL Ricardo plc, Non-Executive Director at Insightexec - BTplc, Chairman at Ecademy

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This book is divided into seven steps:

Step 1: What Is Management?

Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones.

Step 2: Know the Sins

As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like “Demand and Encourage,” “Ignore Standards,” “Tolerate Negligence” or “Let Everything Go Uncontrolled.” You’ll learn about a manager who punished underperforming employees with a whip.

Step 3: Take Responsibility

Managers need to understand that taking responsibility means standing up for their employees. But employees need to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that don’t.

Step 4: What Do You Pay?

A bonus is worth more than a thousand words. Bonuses don’t have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal.

Step 5: Make Your Team Work

Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a “reputation” and the rest will work itself out-or will it? Can the underdogs outperform the stars? Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team?

Step 6: Change, Growth and Trust

During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough? Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and keeping things organized (or not).

Step 7: Bring the Fun to Work

Having fun can’t be a requirement, but it’s a desired side effect. The fun has to be added to the work expertly or else the employees will see the fun as just more work. When managers can loosen up the staff, the workplace is more relaxed and productive. The more fun, the better employees work.

Tags: accomplishments awry blame bonus deadly sins definitions divided employees need employees work good manners having fun keirsey lesser known lost art managers need money companies myers briggs negligence outperform personal space proper foundation rotary club seven steps shortfalls shotgun weddings skilled managers step 1 step 2 step 3 step 4 step 5 step 6 step 7 taking responsibility thousand words uncontrolled underdogs understanding cultural differences well aware whip
 

Tags: encounter harvard business review henry mintzberg high standards lee iacocca management guru mbas results toole top business schools warren bennis worker bees
 

In the fifth century B.C. the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn’t know. As you read this book, you’ll find a number of questions that follow the Socratic tradition. The reason? Today’s managers need more than the predefined answers we might think are correct, but which seldom fit the problem at hand.

     Stop Telling… Start Leading is a work book and should be used as such. It offers many open-ended questions to the manager, offering ways to determine why something has gone off-center. Because every manager is different-the result of education, cultural background, ethnicity, etc.-offering predefined “one size fits all” answers can’t do it any longer. Managers need to answer tough, pointed questions that will force them to come to terms with their goals. Once they do that, they can manage more effectively and more positively-which helps them and their team.

Tags: contact ethnicity few days greek philosopher socrates hardcover version managers need method of teaching open ended questions pointed questions positively predefined simple questions socratic tradition